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Case Study: Creser Hong Kong Limited

INTRODUCTION

Creser Hong Kong Limited (Creser), established in 1998, specializes in sourcing and supplying waste plastics for recycling. Headquartered in Hong Kong, Creser operates in a global market via her well-established network.
In the past ten years, Creser has been handling all kinds of plastic scraps business, including waste collection, processing and recycling. She collects plastic scraps all-over the world, and sells it to Mainland China.
Creser has business operations established not only in the Far East Asia but also in Europe, and in the North America.

Creser’s current realized strategy is a combination of both intended and emergent strategies.
Over years, Creser’s management reviewed and planned deliberately of her short-term and long-term strategies.
In her first five years, in order to stabilize the quality and supply of plastic scraps, Creser intentionally planned to develop and expand her network from Far East Asia, Europe, then to North America.
Later, she established a stronger selling network over the Mainland China by developing five self-owned branches so as to strictly control and maintain an effective selling channel in China.

On the other hand, apart from following those intended strategies, emergent strategies also plays an important effect on the overall realized strategy.
In 2003, Hong Kong encountered the threat of SARS and an economic downturn, and so as Creser. At that time, one of the Germany scrap supplier asked Creser to source for some plastic house-wares in China, and sold it to German. After that experience, the management decided to diversify the business and established a Merchandizing subsidiary. So far, the Merchandizing subsidiary is gaining almost 20% annual profits for the company.


Creser’s Philosophy, Goal & Mission statement

Goal:
We...